How do you manage a company which runs hundreds of changing projects continually to maintain global competitiveness - what form of organization is used? How are the targets aligned to business strategy? Who sets the specifications or targets? How are they all reviewed? Who implements the results and how are these audited and checked, against the strategic framework, the targets set, and the results expected? Managing by Projects for Business Success develops a detailed appreciation of the approach to practical application, together with a parallel set of detailed methodology sections, tools and techniques, to help put the principles into practice. It provides the professional change manager with a wide range of practical methodologies and case examples from leading international service and manufacturing companies, comprehensively backed up by extensive source literature references. It will also be an invaluable supporting text for university business and engineering courses, as well as for in-service courses for senior managers and professionals with its distillation of a wide range of practical experiences illustrated by best-price case examples from a wide range of industries. Managing by Projects for Business Success develops along a backbone of six core chapters, from an initial definition of the strategic context for managing by projects, through explanation of a standard but flexible project process and then through specific application areas of generic importance to many organisations and enterprises.
The three authors of Managing by Projects for Business Success bring a complementary set of experiences to the task. Dr John Parnaby CBE is a Fellow of the Royal Academy of Engineering. His extensive business and industrial experience covers over 40 years. He has worked in the Iron and Steel, Chemicals, Machinery, Aerospace, Automotive Systems, Software and general industrial sectors at all levels, including Main Board Director. For 15 years he was with Lucas Industries plc, initially as Group Technology Director and latterly as the Chief Executive of an international portfolio of aerospace electronics, control systems, defence, automation and automotive businesses. He has extensive experience in the USA, Europe, UK, Japan and India. During this period he directed a major programme of group-wide competitiveness improvements including the introduction of Toyota- developed Japanese methodologies via a taskforce project approach covering over 100 business units around the world. He has been a Director of Scottish Power plc, Jarvis plc and Molins plc, and is currently Chairman of three companies. He also created a successful systems engineering consultancy business, which carried out service and industrial business redesign programmes for many international businesses. He worked at the Universities of Durham, Glasgow and Bradford over a period of 14 years, and was a university Professor of Manufacturing System Design working on systems engineering R&D projects with a variety of companies. It was during this period he met the other two authors. He has published many papers and books on process control, systems engineering and business management. Professor Stephen Wearne has fifty years' experience of industry and academia. He has worked extensively with a wide range of international companies and professional institutions to develop training and case studies in the management of projects and contracts. His research has concentrated on emergency projects, project teams, joint ventures, contracts, project management problems and the management tasks of engineers. He was Professor (Emeritus) of Technological Management at the University of Bradford, and is now a member of the Centre for Research in the Management of Projects at the University of Manchester Institute of Science and Technology (UMIST). Professor Ashok Kochhar is a Fellow of the Royal Academy of Engineering and is Professor of Manufacturing Systems and Management and Head of the School of Engineering and Applied Science at Aston University, Birmingham. He has previously been Lucas Professor of Manufacturing Systems Engineering and Head of Department of Mechanical Engineering at UMIST, and Professor of Manufacturing Systems Engineering, University of Bradford. He has carried out research with a variety of companies on process systems and manufacturing systems over 30 years, and published several books and a large number of papers on manufacturing strategy, process control, manufacturing planning and control systems, cellular manufacturing systems, knowledge-based manufacturing management systems and Japanese manufacturing systems. He has, in particular, carried out industrially collaborative projects with a range of major companies including 600 Group plc and Lucas Industries plc. In collaboration with Lucas he ran some major applied research programmes and contributed to the introduction, via taskforce project teams, of Japanese manufacturing systems practices and cellular team organization design. He also ran senior management training programmes. He has made a number of industrial systems and business practices research study visits to Japan and other countries, and has provided several advisory reports to the UK Department of Trade and Industry.